Good Works! E-Book

Philip Kotler

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 373

Veröffentlichungsjahr: 2012

Beschreibung

Businesses can do well by doing good -- Kotler, Hessekiel, and Lee show you how! Marketing guru Philip Kotler, cause marketing authority David Hessekiel, and social marketing expert Nancy Lee have teamed up to create a guide rich with actionable advice on integrating marketing and corporate social initiatives into your broader business goals. Businesspeople who mix cause and commerce are often portrayed as either opportunistic corporate "causewashers" cynically exploiting nonprofits, or visionary social entrepreneurs for whom conducting trade is just a necessary evil in their quest to create a better world. Marketing and corporate social initiatives requires a delicate balancing act between generating financial and social dividends. Good Works is a book for business builders, not a Corporate Social Responsibility treatise. It is for capitalists with the hearts and smarts to generate positive social impacts and bottom-line business results. Good Works is rich with actionable advice on integrating marketing and corporate social initiatives into your broader business goals. * Makes the case that purpose-driven marketing has moved from a nice-to-do to a must-do for businesses * Explains how to balance social and business goals * Author Philip Kotler is one of the world's leading authorities on marketing; David Hessekiel is founder and President of Cause Marketing Forum, the world's leading information source on how to do well by doing good; Nancy Lee is a corporate social marketing expert, and has coauthored books on social marketing with Philip Kotler With Good Works, you'll find that you can generate significant resources for your cause while achieving financial success.

Leseprobe

Table of Contents

Title Page

Copyright

Acknowledgments

Part 1: Introduction

Chapter 1: Good Intentions Aren't Enough: Why Some Marketing and Corporate Social Initiatives Fail and Others Succeed

What Is Good?

What Are the Trends?

Establishment of a Corporate Social Norm to Do Good

What Are the Major Current Challenges to Doing Good?

Chapter 2: Six Social Initiatives for Doing Well by Doing Good

Starbucks

Target Corporation

Johnson & Johnson

In Summary

Part II: Marketing Driven Initiatives: Growing Sales and Engaging Customers

Chapter 3: Cause Promotion: Persuading Consumers to Join Your Company in a Good Cause

Case #1: Chipotle Mexican Grill—Strengthening Brand Positioning

Case #2: PetSmart—Building Traffic and Customer Loyalty

Case #3: First Response and March of Dimes—Creating Brand Preference with Target Markets

Case #4 : Macy's and Reading Is Fundamental—Driving Sales

Case #5: Farmers Insurance, Be a Hero for Babies Day—Strengthening Relationships

Case #6: Food Network and Share Our Strength—Leveraging Media Assets

Case #7: Pearson and Jumpstart— Strengthening Corporate Image

Keys to Success

Case #8: Marks & Spencer—Deriving Value from Nonprofit Partnerships

Case #9: General Mills Yoplait Yogurt—Building Equity, Loyalty, and Passion

Case #10: LensCrafters—Creating a Point of Differentiation

Potential Concerns with Cause Promotion

When Should Cause Promotion Be Considered?

Developing a Cause Promotion Campaign Plan

In Summary

Chapter 4: Cause-Related Marketing: Making Contributions to Causes Based on Product Sales and Consumer Actions

Typical Cause-Related Marketing Offer Formats

Potential Business Benefits

Case #1: TOMS—Building Positive Brand Identity

Case #2: Sainsbury's and Comic Relief—Attracting New Customers

Case #3: The Avon Breast Cancer Crusade—Building Brand Equity While Raising Funds for a Cause

Case #4: The Pedigree Adoption Drive—Reaching Niche Markets

Case #6: General Mills Box Tops for Education—Building Corporate Partnerships

Keys to Success

Case #7: The Subaru “Share the Love” Event—Analyzing and Improving Each Year

Case #8: TELUS—Maximizing Impact by Localizing Contributions

Case #9: Kraft Foods Huddle to Fight Hunger—Embracing Social Media

Potential Concerns

When Should Cause-Related Marketing Be Considered?

In Summary

Chapter 5: Corporate Social Marketing: Supporting Behavior Change Campaigns

Typical Corporate Social Marketing Campaigns

Potential Corporate Benefits

Case #1: Subway® Restaurants and Healthy Fast Food Options—Supporting Brand Positioning

Case #2: Levi's® Care Tag for the Planet—Creating Brand Preference

Case #3: Best Buy and e-Cycle—Building Traffic

Case #4: Energizer and Change Your Clock Change Your Battery”®—Increasing Sales

Case #5: Allstate and Teen Driver Pledge—Improving Profitability

Case #6: Clorox and the Centers for Disease Control Say “Boo!” to the Flu—Attracting Enthusiastic and Credible Partners

Case #7: Miron Construction Company and Cool Choices—Having a Real Impact on Social Change

Potential Concerns

Keys to Success

Case #8: V/Line Life Training in Australia

Case #9: Lowe's and Water—Use It Wisely

Case #10: United Kingdom—Anglian Water's Keep It Clear Campaign

Developing a Corporate Social Marketing Campaign Plan

In Summary

Part III: Corporate-Driven Initiatives: Expressing and Advancing Your Company's Values and Objectives

Chapter 6: Corporate Philanthropy: Making a Direct Contribution to a Cause

Typical Programs

Potential Benefits

Case #1: Pepsi Refresh—Creating Community Good Will and National Attention

Case #2: The Boston Beer Company's Samuel Adams Brewing the American Dream Program—Strengthening the Corporation's Industry

Case #3: Western Union's Our World, Our Family Program—Having an Impact on Societal Issues in Local Communities

Case #4: Pfizer Trachoma Initiative—In-Kind Contributions

Potential Concerns

Keys to Success

Case #6: ConAgra Foods—Building a Corporate Philanthropy Logic Model

When to Consider

In Summary

Chapter 7: Community Volunteering: Employees Donating Their Time and Talents

Typical Programs

Potential Benefits

Case #1: Sellen Construction and Seattle Children's Hospital—Building Genuine Relationships in the Community

Case #2: Pfizer's Global Health Fellows Program Contributing to Business Goals

Case #3: IBM's On Demand Community—Increasing Employee Satisfaction and Motivation

Case #4: FedEx and Safe Kids Walk This Way—Support for Other Social Initiatives

Case #5: AT&T Wireless and the American Red Cross—Showcasing Products and Services

Potential Concerns

Keys to Success

Case #6: Patagonia's Environmental Internships

When to Consider

Developing Community Volunteer Programs

In Summary

Chapter 8: Socially Responsible Business Practices: Changing How You Conduct Business to Achieve Social Outcomes

Typical Socially Responsible Business Practices

Potential Corporate Benefits

Case #1: DuPont—Decreasing Operating Costs

Case #2: Nike's Shoes for Native Americans—Creating Brand Preference

Case #3: Coca-Cola and HIV/AIDS—Enhancing Employee Well-Being

Case #4: Whole Foods Market®—Building Influential Partnerships

Case #5: Microsoft Supporting Alternative Transportation and Generating Community Goodwill

Potential Concerns

Keys to Success

Case #6: Patagonia and Fair Labor Practices29

When Should a Corporation Consider a Major Socially Responsible Business Practice Initiative?

Developing the Initiative

In Summary

Part IV: Offense and Defense

Chapter 9: Offense: Choosing a Social Problem to Alleviate

Best Practices for Choosing a Social Problem to Alleviate

Chapter 10: Offense: Selecting a Social Initiative to Support the Cause

Select Initiatives That Best Meet Business Objectives and Goals

Select Initiatives That Meet Priority Needs for the Cause

Select Multiple Initiatives for a Single Cause, Adding Ones Missing for Current Cause Efforts

Select Initiatives Representing the Most Potential for Strong Community Partners

Select Initiatives Where You Have a History of Experience

Select Initiatives That Will Leverage Current Abundant Resources

Chapter 11: Offense: Developing Social Initiative Programs

Form Internal, Cross-Functional Teams to Develop Plans

Include Community Partners in Plan Development

Establish Clear Objectives and Measurable Goals (Outcomes) for the Company

Establish Clear Objectives and Measurable Goals (Outcomes) for the Cause

Develop a Communications Plan

Identify and Plan for Additional Strategic Elements

Get Senior Management Buy-In

Chapter 12: Offense: Evaluating Efforts

Determine Purpose of Evaluation

Measure and Report Resource Outputs

Measure and Report Outcomes for the Company, Based on Initiative Objectives and Goals

Measure and Report Outcomes for the Cause, Based on Initiative Objectives and Goals

Monitor Status of Social Issues That Initiatives Are Supporting

Allocate Adequate Resources for Measurement and Reporting

Chapter 13: Summary of Best Practices

Summary Comments for Best Practices

Chapter 14: No Good Deed Goes Unpunished: Dealing with Cynics and Critics

Types of Criticisms

In Summary

Part V: For Nonprofits and Public Sector Agencies Only

Chapter 15: A Marketing Approach to Winning Corporate Funding and Support for Social Initiatives: Ten Recommendations

Recommendation One

Recommendation Two

Recommendation Three

Recommendation Four

Recommendation Five

Recommendation Six

Recommendation Seven

Recommendation Eight

Recommendation Nine

Recommendation Ten

Summary of Recommendations for Those Seeking Corporate Support

Notes

Chapter 1: Good Intentions Aren't Enough: Why Some Marketing and Corporate Social Initiatives Fail and Others Succeed

Chapter 2: Six Social Initiatives for Doing Well by Doing Good

Chapter 3: Cause Promotion: Persuading Consumers to Join Your Company in a Good Cause

Chapter 4: Cause-Related Marketing: Making Contributions to Causes Based on Product Sales and Consumer Actions

Chapter 5: Corporate Social Marketing: Supporting Behavior Change Campaigns

Chapter 6: Corporate Philanthropy: Making a Direct Contribution to a Cause

Chapter 7: Community Volunteering: Employees Donating Their Time and Talents

Chapter 8: Socially Responsible Business Practices: Changing How You Conduct Business to Achieve Social Outcomes

Chapter 9: Offense: Choosing a Social Problem to Alleviate

Chapter 10: Offense: Selecting a Social Initiative to Support the Cause

Chapter 11: Offense: Developing Social Initiative Programs

Chapter 12: Offense: Evaluating Efforts

Chapter 13: Summary of Best Practices

Chapter 14: No Good Deed Goes Unpunished: Dealing with Cynics and Critics

Chapter 15: A Marketing Approach to Winning Corporate Funding and Support for Social Initiatives: Ten Recommendations

Index

Copyright © 2012 by Philip Kotler, David Hessekiel, and Nancy R. Lee. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey

Published simultaneously in Canada

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Library of Congress Cataloging-in-Publication Data:

Kotler, Philip.

Good works! marketing and corporate initiatives that build a better world…and the bottom line / Philip Kotler, David Hessekiel, Nancy Lee.

p. cm.

Includes index.

ISBN 978-1-118-20668-3 (hardback): ISBN 978-1-118-26578-9 (ebk); ISBN 978-1-118-24096-0 (ebk); ISBN 978-1-118-22860-9 (ebk)

1. Marketing—Social aspects. 2. Social responsibility of business. 3. Relationship marketing. I. Hessekiel, David, 1960- II. Lee, Nancy, 1945- III. Title.

HF5415.K6246 2012

658.8'02—dc23

2012004742

Acknowledgments

The authors want to acknowledge the following people for sharing their stories and perspectives regarding marketing and corporate social initiatives, and in many cases taking the time and effort to complete surveys, confer with other colleagues and partners involved in these initiatives, research historical files, and proof copy. We thank you.

Allstate: Kate Hollcraft, Emily Pukala

Avon Products: Susan Arnot-Heaney

Best Buy: Kelly Groehler

The Boston Beer Company: Michelle Sullivan

Cause Consulting: Mark Feldman, Risa Sherman

Chipotle Mexican Grill: Chris Arnold

Church & Dwight Co.: Stacey Feldman

Clorox: David Kellis

Coca-Cola: April Jordan

Comic Relief: Anne-Cecile Berthier

Corporate Culture: John Drummond, Dave Thomas

Cone Communications: Craig Bida, Whitney Dailey, Alison DaSilva, Sarah Kerkian

ConAgra Foods: Kori Reed

Do Good, Make Money: Laura Probst

Edelman: Carol Cone, Amy Kalfus, Ann Clark

Energizer: Harriet Blickenstaff (Blick + Staff Communications)

Farmers Insurance: Charles Browning, Roger Daniel, Doris Dunn, Josh Krupp

FedEx: Julia Chicoski, Philip Blackett

Food Network: Katie Ilch, Kirstin Knezevich, Leah Lesko, Irika Slavin

General Mills: Berit Morse, Zack Ruderman

IBM: Stan Litow

Johnson & Johnson: Andrea Higham

Kraft Foods: Stephen Chriss

Levi: Sarah Young, Sarah Anderson

Macmillan Cancer Support: Katya Borowski, Francesca Insole

Macy's: Holly Thomas

March of Dimes: Chad Royal-Pascoe

Marks & Spencer: Richard Gillies

Mars Petcare US: Lisa Campbell, Melissa Martellotti

Miron Construction: Kristen Naimoli

MSLGROUP Americas: Anne Erhard

Monterey Bay Aquarium: Ken Peterson

Nike: Jill Zanger, Tessa Sayers

OneSight: Greg Hare

Park and Company: Park Howell, Holly Lim

Patagonia: Mark Shimahara, Bill Klyn

Pearson Foundation: Mark Nieker

Pepsico: Andrea Canabal, Anamaria Irazabal

PetSmart Charities: Susana Della Maddalena

Pfizer: Ray Kerins, Jennifer Kokell, Peter Zhang

Phillips Wyatt Knowlton: Lisa Wyatt Knowlton

Procter & Gamble: Caroline Bozonet, Nada Dugas, July Ung

Recharge: Doug Bamford

Said Business School, University of Oxford: Linda Scott

Sainsbury's Supermarkets: Jat Sahota

Seattle Children's Hospital: Laura Tufts

Sellen Construction: Todd Lee, Dave Scalzo

Share Our Strength: Theresa Burton, Christy Felling, Catherine Puzo

Starbucks: Ben Packard, Anna Kakos, Beth Baggaley

Subaru of America: Brian Johnson

SUBWAY: Cindy Carrasquilla, Les Winograd

Target: Sarah Bakken, Liz Brennhofer, Laysha Ward

TELUS: Jill Schnarr, Trisha Tambellini

TOMS Shoes: Allie Dominguez

U.S. Fish & Wildlife: Joe Starinchak

UNICEF: Laura De Santis

V/Line: Linda Brennan

Western Union: Talya Bosch

Whole Foods: Ashley Hawkins, Carrie Brownstein

Part 1

Introduction

A commitment to doing the right thing is no guarantee of winning in the marketplace, but over the past 30 years numerous companies have demonstrated that you can simultaneously build a better world and the bottom line. Experience has also shown that creating successful marketing and corporate social initiatives requires intelligence, commitment, and finesse. Whether you work for a Fortune 500 giant or a start-up, generating financial profits and social dividends is a delicate balancing act. For many businesspeople, it proves to be among the most satisfying chapters of their professional lives.

If you are reading this introduction, there is a good chance you work in a company's department of community relations, corporate communications, public affairs, public relations, environmental stewardship, corporate responsibility, or corporate citizenship. Or you may be a marketing manager or a product manager, have responsibility for some aspect of corporate philanthropy, or run a corporate foundation. It is also quite possible that you work in a public relations, marketing, or public affairs agency and that your clients are looking to you for advice on marketing and corporate social initiatives. You may be the founder of a new business or the CEO of a large, complex enterprise.

If you are like others in any of these roles, it is also quite possible that you feel challenged and pulled by the demands and expectations surrounding the buzz for corporate social responsibility. You may be deciding what social issues and causes to support (and which ones to reject). You may be screening potential cause partners and determining the shape of your financial, organizational, and contractual relationships with them. You may be stretched by the demands of selling your ideas internally, setting appealing yet realistic expectations for outcomes, and building cross-functional support to bring programs to life. Or perhaps you are currently facing questions about what happened with all the money and resources that went into last season's programs.

If any of these challenges sound familiar, we have written this book for you. Dozens of your colleagues in firms around the world such as Allstate, Johnson & Johnson, Levi Strauss & Co., Marks & Spencer, Patagonia, PepsiCo, Starbucks, Subaru, TELUS, and TOMS have taken time to share their stories and their recommendations for how to do the most good for your company as well as for a cause.

Years of experience and months of research have strengthened our belief that doing well by doing good is more than just a catchy phrase. Corporations that apply rigor to creating effective marketing and corporate social initiatives can help build a better world and enhance their bottom line.

Even though this book has been written primarily for those working on behalf of for-profit corporations, it can also benefit those in nonprofit organizations and public sector agencies seeking corporate support and partners to realize their missions. It offers a unique opportunity for you to gain insight into a corporation's wants and needs and prepares you to decide which companies to approach and how to approach them. The final chapter, written just for you, presents recommendations that will increase your chances of forging successful cross-sector alliances.

Our aspiration for this book is that it will better prepare corporate managers and staff to choose the most appropriate issues, best partners, and highest potential initiatives. We want it to help you engender internal enthusiasm for your recommendations and inspire you to develop programs worthy of future case studies. And, perhaps most important, we hope it will increase the chances that your final report on what happened will feature incredibly good news for your company and your cause.

Chapter 1

Good Intentions Aren't Enough: Why Some Marketing and Corporate Social Initiatives Fail and Others Succeed

When we come out of this fog, this notion that companies need to stand for something—they need to be accountable for more than just the money they earn—is going to be profound.1

—Jeffrey Immelt, Chairman and CEO, General Electric

At the November 2008 Business for Social Responsibility Conference

In the oft-cited 1970 article The Social Responsibility of Business Is to Increase Its Profits, economist Milton Friedman argued that business leaders had “no responsibilities other than to maximize profit for the shareholders.”2 Four decades later, the public statements of corporate leaders such as General Electric CEO Jeffrey Immelt quoted above and surveys of the general population indicate Friedman's argument is far from the majority view. A 2011 global consumer study by Cone Communications found only 6 percent of consumers in 10 countries agreed with the philosophy that the role of business in society is to “Just make money”3 (see Figure 1.1).

Figure 1.1 The overwhelming majority of consumers surveyed in 10 countries in 2011 for the Cone/Echol Global CR Opportunity Study indicated they believe businesses have societal responsibilities beyond generating profits.